Susan David
Harvard Medical School Psychologist | #1 WSJ Bestselling Author | Thinkers50 | Co-founder, Institute of Coaching | TED Speaker
Leadership & HR Expert | Author of The Problem with Change | Co-Author of Nine Lies About Work | Former SVP at Cisco & Chief Learning Officer at Deloitte
Ashley Goodall is a leadership and HR expert, executive, and author who has spent two decades exploring what makes people thrive inside large organizations. The author of The Problem with Change and co-author, with Marcus Buckingham, of the acclaimed Nine Lies About Work, he draws on years leading HR at Cisco and Deloitte to challenge the cult of constant disruption. On stage, he shows why stability, not endless change, drives human performance.
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Leadership speaker Ashley Goodall has spent his career asking a question most organizations overlook: what do people actually need in order to do their best work? A leadership and HR expert, executive, and author, he has explored large organizations from the inside for two decades, and reached a provocative conclusion. The constant change, reorganization, and disruption that leaders pursue with such enthusiasm is often not improvement at all, but a source of stress that quietly undermines the very performance it is meant to create.
Goodall’s insight is grounded in two decades of leading people functions at the highest level. He spent fourteen years at Deloitte, culminating as Chief Learning Officer for Leadership and Professional Development, and later served as Senior Vice President of Leadership and Team Intelligence at Cisco. With Marcus Buckingham, he co-wrote the influential Nine Lies About Work, named the best management book of 2019, and together they authored two landmark Harvard Business Review cover stories, “The Feedback Fallacy” and “Reinventing Performance Management.”
In his book The Problem with Change: And the Essential Nature of Human Performance, Goodall makes a compelling, research-based case that constant workplace churn, what he memorably calls “life in the blender”, erodes motivation, belonging, and meaning, and helps explain record-low engagement, quiet quitting, and turnover. The answer, he argues, is not more disruption but more stability: prioritizing team cohesion, using real language instead of corporate-speak, honoring rituals, and fixing only what is truly broken. Originally a musician who studied at Oxford before earning an MBA at Columbia, Goodall often draws on the orchestra as a model for what great teams can be.
As a speaker, Ashley Goodall is thoughtful, articulate, and refreshingly contrarian, giving leaders permission to question the disruption they have come to accept as inevitable. He speaks on human performance and what people need to thrive, leading through change without destabilizing your people, the future of HR and employee experience, and building teams that last. Audiences leave with a fundamentally different, and more humane, understanding of leadership, and practical ways to create the stability in which people, and results, can flourish.
Drawing on his acclaimed book, Ashley Goodall challenges one of the most unquestioned assumptions in business: that change is always good and that leading change is what good leaders do. He reveals how constant reorganization and disruption, "life in the blender", exact a real psychological toll that undermines motivation, engagement, and results. Audiences leave understanding why change is not the same as improvement, and what leaders can do instead to help their people, and their organizations, thrive.
What do people actually need to do the best work of their lives? Goodall draws on decades of leading HR at Deloitte and Cisco, and on the science of human psychology, to answer that question. He shows that great performance grows not from pressure and perpetual disruption but from stability, belonging, meaning, and trust, and offers leaders practical ways to build the conditions in which people can contribute their very best. A humane, research-grounded rethink of what leadership is really for.
Much of what we believe about work, that people crave feedback, that culture is the key, that we should fix our weaknesses, turns out to be wrong. Drawing on the landmark book he co-wrote with Marcus Buckingham, Goodall walks audiences through the most persistent myths of organizational life, the evidence that debunks them, and the freethinking truths that should replace them. A provocative, liberating session for any leader who suspects standard management practice isn't working.
Goodall argues that the best way to serve an organization is to serve the people in it, and that HR's true purpose is to understand and meet what humans actually need at work. Drawing on his experience leading people functions at two global companies, he offers a practical framework for reestablishing HR as a full-throated advocate for employees and a genuine driver of performance. Essential thinking for HR and business leaders navigating AI, hybrid work, and constant change.
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